lnsplraLlonal Approaches Lo Leadershlp lnsplraLlonal Approaches Lo Leadershlp

The focus is leader as

communicator
Framing:
A way oI communicating that shapes
meaning
Selective highlighting oI Iacts and
events
Ignored in traditional leadership
studies
Two contemporary leadership
theories:
Charismatic Leadership
TransIormational Leadership
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harlsmaLlc Leadershlp harlsmaLlc Leadershlp
House`s Charismatic Leadership Theory:
Followers make attributions oI heroic or extraordinary
leadership abilities when they observe certain behaviors
Four characteristics of charismatic leaders:
Have a vision
Are willing to take personal risks to achieve the vision
Are sensitive to Iollower needs
Exhibit behaviors that are out oI the ordinary
Traits and personality are related to charisma
People can be trained to exhibit charismatic behaviors
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ow harlsmaLlc Leaders lnfluence lollowers ow harlsmaLlc Leaders lnfluence lollowers
A four-step process:
Leader articulates an
attractive vision
Vision Statement:
A Iormal, long-term strategy to attain goals
Links past, present, and Iuture
Leader communicates high perIormance expectations
and conIidence in Iollower ability
2 Leader conveys a new set oI values by setting an
example
3 Leader engages in emotion-inducing and oIten
unconventional behavior to demonstrate convictions
about the vision
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harlsmaLlc Leadershlp lssues harlsmaLlc Leadershlp lssues
Importance of vision
Must be inspirational, value-centered, realizable, and given
with superior imagery and articulation
Charismatic effectiveness and situation
Charisma works best when:
The Iollower`s task has an ideological component
There is a lot oI stress and uncertainty in the environment
The leader is at the upper level oI the organization
Followers have low selI-esteem and selI-worth
Dark Side of Charisma
Ego-driven charismatics allow their selI-interest and
personal goals to override the organization`s goals
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eyond harlsma Level3 Leaders eyond harlsma Level3 Leaders
Very effective leaders who possess the four typical
leadership traits
Individual competency
Team skills
Managerial competence
Ability to stimulate others to high perIormance
Plus one critical new trait.
A blend oI personal humility and proIessional will
Personal ego needs are Iocused toward building a great
company
Take responsibility Ior Iailures and give credit to others Ior
successes
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@ransacLlonal @ransformaLlonal Leadershlp @ransacLlonal @ransformaLlonal Leadershlp
Transactional Leaders
Leaders who guide or motivate their Iollowers in the
direction oI established goals by clariIying role and task
requirements
Transformational Leaders
Inspire Iollowers to transcend their own selI-interests Ior the
good oI the organization; they can have a proIound and
extraordinary eIIect on Iollowers
Not opposing, but complementary, approaches to
leadership
Great transIormational leaders must also be transactional;
only one type is not enough Ior success
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haracLerlsLlcs of Lhe @wo @ypes of Leaders haracLerlsLlcs of Lhe @wo @ypes of Leaders
Transactional
Contingent Reward:
Contracts exchange oI rewards
Ior eIIort, promises rewards Ior
good perIormance, recognizes
accomplishments
Management by Exception:
Active: Watches and searches
Ior deviations Irom rules and
standards, takes corrective
action
Passive: Intervenes only iI
standards are not met
Laissez-Faire:
Abdicates responsibilities,
avoids making decisions
Transformational
Idealized Influence:
Provides vision and sense oI
mission, instills pride, gains respect
and trust
Inspiration:
Communicates high expectations,
uses symbols to Iocus eIIorts,
expresses important issues simply
Intellectual Stimulation:
Promotes intelligence, rationality,
and problem solving
Individualized Consideration:
Gives personal attention, coaches,
advises
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lull 8ange of Leadershlp Model lull 8ange of Leadershlp Model
Leadership styles
listed from
passive to very
active
Note the
ineffective styles
are mostly
transactional
It is all about
influencing
followers
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lssues wlLh @ransformaLlonal Leadershlp lssues wlLh @ransformaLlonal Leadershlp
Basis for Action:
TransIormational leadership works by encouraging Iollowers
to be more innovative and creative and by providing
ambitious goals
Evaluation Based on the Research:
This theory does show high correlations with desired
outcomes
This style oI leadership can be taught
Transformational vs. Charismatic Leadership:
Similar concepts, but transIormational leadership may be
considered a broader concept than charisma
Instrument-based testing shows the measures to be roughly
equivalent
138
AuLhenLlc Leadershlp LLhlcs and @rusL AuLhenLlc Leadershlp LLhlcs and @rusL
Authentic Leaders:
Ethical people who know who they are, know what they
believe in and value, and act on those values and belieIs
openly and candidly
Primary quality is trust
Build trust by:
Sharing inIormation
Encouraging open communication
Sticking to their ideals
Still a new topic; needs more research
139
LLhlcs @rusL and Leadershlp LLhlcs @rusL and Leadershlp
Ethics touch on many leadership styles
As the moral leaders oI organizations, CEOs must
demonstrate high ethical standards
Socialized charismatic leadership: leaders who model ethical
behaviors
Trust:
The positive expectation that another person will not act
opportunistically
Composed oI a blend oI Iamiliarity and willingness to take a
risk
Five key dimensions: integrity, competence, consistency,
loyalty, and openness
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llve key ulmenslons of @rusL llve key ulmenslons of @rusL
1311
Integrity
Honesty and truthIulness
Competence
An individual`s technical and interpersonal
knowledge and skills
Consistency
An individual`s reliability, predictability,
and good judgment in handling situations
Loyalty
The willingness to protect and save Iace Ior
another person
Openness
Reliance on the person to give you the Iull
truth
@hree @ypes of @rusL @hree @ypes of @rusL
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Deterrence-based Trust
Trust based on Iear oI reprisal iI the
trust is violated
Knowledge-based Trust
Trust based on behavioral predictability
that comes Irom a history oI interaction
Identification-based Trust
Trust based on a mutual understanding
oI one another`s intentions and
appreciation oI the other`s wants and
desires
aslc rlnclples of @rusL aslc rlnclples of @rusL
Mistrust drives out trust
Trust begets trust
Trust can be regained
Mistrusting groups self-
destruct
Mistrust generally reduces
productivity
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onLemporary Leadershlp 8oles MenLorlng onLemporary Leadershlp 8oles MenLorlng
Mentor:
A senior employee who sponsors and supports a less-
experienced employee (a protege)
Good teachers present ideas clearly, listen, and empathize
Two Iunctions:
Career
Coaching, assisting, sponsoring
Psychosocial
Counseling, sharing, acting as a role model
Can be Iormal or inIormal
Mentors tend to select proteges who are similar to them in
background: may restrict minorities and women
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onLemporary Leadershlp 8oles SelfLeadershlp onLemporary Leadershlp 8oles SelfLeadershlp
Self-Leadership
A set oI processes through which individuals
control their own behavior
EIIective leaders (superleaders) help Iollowers
to lead themselves
Important in selI-managed teams
To engage in self-leadership:
Make a mental chart oI your peers and
colleagues
2 Focus on inIluence and not on control
3 Create opportunities; do not wait Ior them
131S
onLemporary Leadershlp 8oles Cnllne Leadershlp onLemporary Leadershlp 8oles Cnllne Leadershlp
Leadership at a Distance: Building Trust
The lack oI Iace-to-Iace contact in electronic
communications removes the nonverbal cues that support
verbal interactions
There is no supporting context to assist the receiver with
interpretation oI an electronic communication
The structure and tone oI electronic messages can strongly
aIIect the response oI receivers
An individual`s verbal and written communications may not
Iollow the same style
Writing skills will likely become an extension oI
interpersonal skills
1316
A hallenge Lo Lhe Leadershlp onsLrucL A hallenge Lo Lhe Leadershlp onsLrucL
Attribution Theory of Leadership
The idea that leadership is merely an attribution that people
make about other individuals
Qualities attributed to leaders:
Leaders are intelligent, outgoing, have strong verbal skills, are
aggressive, understanding, and industrious
EIIective leaders are perceived as consistent and unwavering in
their decisions
EIIective leaders project the appearance oI being leaders
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AnoLher hallenge Lo Lhe Leadershlp onsLrucL AnoLher hallenge Lo Lhe Leadershlp onsLrucL
Substitutes and Neutralizers for Leadership
1318
ReIationship- Task-
oriented oriented
Defining Characteristics Leadership Leadership
IndividuaI
Experience/training No effect on Substitutes for
ProfessionaIism Substitutes for Substitutes for
Indifference to rewards NeutraIizes NeutraIizes
Job
HighIy structured task No effect on Substitutes for
Provides its own feedback No effect on Substitutes for
IntrinsicaIIy satisfying Substitutes for No effect on
Organization
ExpIicit formaIized goaIs No effect on Substitutes for
Rigid ruIes and procedures No effect on Substitutes for
Cohesive work groups Substitutes for Substitutes for
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llndlng and reaLlng LffecLlve Leaders llndlng and reaLlng LffecLlve Leaders
Selection
Review speciIic requirements Ior the job
Use tests that identiIy personal traits associated with
leadership, measure selI-monitoring, and assess emotional
intelligence
Conduct personal interviews to determine candidate`s Iit
with the job
Keep a list oI potential candidates
Training
Recognize that all people are not equally trainable
Teach skills that are necessary Ior employees to become
eIIective leaders
Provide behavioral training to increase the development
potential oI nascent charismatic employees
1319
Leadershlp and followershlp Leadershlp and followershlp
Leader and follower roles are highly differentiated.
Followers role has been cast as one of self-leadership.
where followers assumes responsibility for influencing his
or her own performance.
Self -leadership enables followers to be disciplined and
effective, essential first steps if one is to become a
leader.
Organizational program such as empowerment and
self-managed work teams may be used to further
activate the followers role.
@ypes of followers @ypes of followers
Iienated
foIIowers
Effective
foIIowers
survivors
Sheep Yes
peopIe
Independent, criticaI thinking
Dependent , uncriticaI thinking
Passive
ctive
llve Lypes of followers llve Lypes of followers
Effective followers are active, responsible , and autonomous
in their behavior and critical in their thinking without being
insubordinate or disrespectful- they are highly engaged at
work.
Alienated followers think independently and critically yet
are very passive in their behavior.
Sheep are followers who do not think independently or
critically and are passive in their behavior. They simply do
as they told by their leaders.
Yes People are followers who also do not think
independently or critically, yet are very active in their
behavior. Yes People are most dangerous to a leader
because they are most likely give false positive reactions and
give no warning of potential pitfalls.
onLlnue onLlnue
Survivors are the least disruptive and the lowest risk
followers in an organization. They perpetually sample
the wind , and their motto is ~better safe than sorry